Behavioural Principles of Systems Design

  • Andrew M. McCosh
  • Mawdudur Rahman
  • Michael J. Earl


If a management information system is designed with social and behavioural design principles in mind, it is more likely to be effective and to be adaptable than if only technical principles are considered. This chapter seeks to acquaint systems designers and users with some of these social and behavioural principles.


Goal Orientation Leadership Style Leadership Behaviour Formal Information Management Control System 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Allen III, S. A., ‘Managing Organisational Diversity: A Comparative Study of Corporate Divisional Relations’, Thesis abstract. Boston, Mass., Harvard Business School, 1968.Google Scholar
  2. Alvero, Elbing, Behavioural Decisions in Organisations, Glenview, Illinois: Scott, Foresman and Co., 1970.Google Scholar
  3. Argyris, C, Personality and Organisation. New York: Harper and Row, 1970.Google Scholar
  4. Barnard, C. I., The Functions of the Executive. Cambridge, Mass.: Harvard University Press, 1938.Google Scholar
  5. Blau, P. M., and Schoenherr, R. A., The Structure of Organisations. New York, Basic Books, 1971.Google Scholar
  6. Bonini and others, Management Control: New Directions in Basic Research. New York: McGraw-Hill, 1964.Google Scholar
  7. Burns, T., and Stalker, G. U., The Management of Innovation. London: Tavistock Publications, 1961.Google Scholar
  8. Caplan, E. G., Management Accounting and Behavioural Science. Reading, Mass., Addison-Wesley, 1971.Google Scholar
  9. Chandler, A. D. Jr, Strategy and Structure. Cambridge, Mass.: MIT Press, 1962.Google Scholar
  10. Dalton, M., Men Who Manage. New York: Wiley, 1959.Google Scholar
  11. Fielder, P. E., A Theory of Leadership Effectiveness. New York: McGraw-Hill, 1967.Google Scholar
  12. Gross Neal, M., Ward, S., and McEchern, A. W., Exploration in Role Analysis, New York: Wiley, 1958.Google Scholar
  13. Haire, M., Ghiselli, E. E., and Porter, L. W., Managerial Thinking: An International Study. New York: Wiley, 1966.Google Scholar
  14. Herzberg, F. et al., The Motivation to Work. New York: Wiley, 1959.Google Scholar
  15. Hill, W. A., and Egan, D., Readings in Organisation Theory: A Behavioural Approach. Boston: Allyn and Bacon, 1968.Google Scholar
  16. Homans, C. G., Social Behaviour, its Elementary Forms. New York: Harcourt, Brace and World, 1961.Google Scholar
  17. Hopwood, A. G., An Accounting System and Managerial Behaviour. Farnborough, England: Saxon House, 1973.Google Scholar
  18. Kahn, R. L. et al., Organisational Stress. New York: Wiley, 1964.Google Scholar
  19. Korman, A. H., Industrial and Organisational Psychology. New York: Prentice-Hall, 1971.Google Scholar
  20. Lawrence, P. R., and Lorsch, J. W., ‘Differentiation and Integration in Complex Organisation’, Administrative Science Quarterly, 12 (1967), 2–47.CrossRefGoogle Scholar
  21. March, J. G., and Simon, H. A., Organisations. New York: Wiley, 1958.Google Scholar
  22. Miner, J. B., Personnel Psychology. London, Macmillan, 1969.Google Scholar
  23. Porter, L. W., and Lawler, E. E., Managerial Attitude and Performance. Homewood, Ill., Richard D. Irwin, 1968.Google Scholar
  24. Pugh, D., Hickson, D., Hinings, C. R., and Turner, C., ‘The Context of Organisational Structure’, Administrative Science Quarterly, 14 (1969), 91–114.CrossRefGoogle Scholar
  25. Pugh, S. D., ‘Modern Organisation Theory: A Psychological and Sociological Study’, Psychological Bulletin, 66, No. 4 (1966).Google Scholar
  26. Silverman, David, The Theory of Organisations: A Sociological Framework. London: Heinemann, 1970.Google Scholar
  27. Tannenbaum, A. S., ‘Control in Organisations: Individual and Organisational Performance’, Administrative Science Quarterly, 7 (1962), 236–57.CrossRefGoogle Scholar
  28. Woodward, J., Industrial Organisation: Theory and Practice. London: Oxford University Press, 1965.Google Scholar

Copyright information

© Andrew M. McCosh, Mawdudur Rahman and Michael J. Earl 1981

Authors and Affiliations

  • Andrew M. McCosh
  • Mawdudur Rahman
  • Michael J. Earl

There are no affiliations available

Personalised recommendations